The document discusses how work and HR management have changed significantly in recent times. It outlines challenges such as a talent crunch and skills shortages. It also discusses how the shelf life of strategic plans has decreased during economic volatility. The document proposes an 11-step process for effective HR strategic planning that ensures close integration with business strategy and adapting to changing needs over time. A key focus is understanding the business strategy and translating it accurately into HR strategy and capabilities.

1. Reshaping strategy for Attracting Talents and HR Management
Nicola Connolly, Adecco Vietnam

2. Times Have Changed!

3. Work Has Changed…
From Full Time Employment…

4. To Outsourced and Flexible Workforce Solutions
Work Has Changed…

5. Work Has Changed…
From A Job For Life…
Work Has Changed…
From A Job For Life…

6. Work Has Changed…
To A Job For Now
Work Has Changed…
To A Job For Now

7. From People Moving To Where The Work Is…
Work Has Changed…

8. To The Work Moving To Where
The Talent Is
Work Has Changed…

9. From Big and Readily Available Talent Pools…
Work Has Changed…

10. To Skills Shortages and a
Potential Talent Shortage
Work Has Changed…

11. Asia

12. Market Economy
•Global economy crisis restructures growth
•Inflation
•Cost of employment vs productivity
•Transactional HR to HR Board of Director – A SEAT AT THE TABLE
Talent Crunch
•Job seekers today are interested in far more than just „a job‟
•Leadership is important – people want to work for motivational and inspirational leaders
•Generation X‟ers are considering different and often entrepreneurial work options
•Generation X‟ers & Y‟ers have more of a loyalty to themselves and their work options – than was demonstrated by the Baby Boomers
The challenges facing HR

13. Are You Ready?

14. Market Economy – HR Strategic planning
In all economic climates, but
specifically during economic
volatility, the shelf life of a
strategic plan is less than one
year.
• In nonvolatile times, the “half-life”
of a strategic plan is
approximately ten months.
• In times of uncertainty and
volatility, a strategic plan can
abruptly expire as quickly as
two months after its
construction.
• HR must develop a close
relationship with the business
to stay on top of changing
business strategy to
understand what implications
the changes have on HR.
The Shelf Life of Strategic Plans Under Different Economic Scenarios
12
10
2
Forecasted Normal Economic
Conditions
Economic Volatility
Duration of Strategic Plan Value
(in Months)
Duration of Strategic
Plan Value
(in Months)
Strategic plans typically lose all of their
decision-making value within 10 months.
This requires that organizations revisit their
plans at least once during the year.
During economic uncertainty, the
shelf life of a strategic plan can be
less than 2 months, necessitating
frequent updates and revisions.
Implications of Shorter Shelf Life for HR Planning
 Integration with the business is even more critical as economic conditions
change frequently
 Increased need to monitor and revisit the HR plan more frequently
 Current HR plans may be ineffective in meeting changing business goals

15. Of 20 key HR priorities, one third of regional HR executives' focus is on extending HR's impact by improving leadership and strategic performance.
•As a consequence of growth expectations without significant staff investments, HR strategic planning will play an important role in identifying and responding to the human capital risks to business strategy.
Revenue Expectations Fall in Asia as Cost Pressures Remain
Percentage of Executives Expecting Higher Revenue and Cost Pressure, Asia
Percentage of Senior Executives Rating Specific Trend as One of Top Three Impacting Business Over Next Five Years 2012
Source: CEB, Asia Business Barometer Survey; CEB, Asia HR Executive Board HR Priority Survey, 2012
Goal of HR Strategic Planning: To Meet Talent Challenges
HR strategic planning is the process that enables the organization to identify and respond to the HR functional and talent risks that inhibit successful execution on strategic priorities.
HR STRATEGIC PLANNING - A CRITICAL BUSINESS PRIORITY

16. Inef fective
42%
Ef fective
58%
HR‟s effectiveness at
conducting HR strategic
planning is mixed.
• The most common
reason HR strategic
plans fail is a lack of
integration with business
strategy.
• This lack of integration is
a result of the inability of
HR leaders to surface,
understand, and
translate business
strategy into HR strategy.
Inability to Justify
HR Investments
26%
Other
21%
Lack of Integration
w ith Business
Needs
53%
How Effective Is HR at Strategic Planning? What Is the Most Common Reason HR
Strategic Plans Fail at Your Organization?
Strategic plans
most frequently
fail due to lack of
integration with
business needs.
HR STRATEGIC PLANNING RESULTS MIXED DUE TO POOR INTEGRATION
WITH THE BUSINESS

17. There are four main business integration- related challenges that reduce the effectiveness of HR strategic planning.
•To overcome these integration challenges, HR should conduct strategic planning across four stages and eleven steps.
Common HR Strategy Challenges
Challenge 1: Understanding the Business Strategy
HR fails to understand the short- and long-term strategy of the business
HR fails to identify the critical HR capabilities needed to support the business strategy
HR Strategic Planning Process Solutions
Stage 1: Gather Information from the Business
Step 1: Align HR and Business Planning Calendars
Step 2: Create Dialogue to Understand Business Strategy
Step 3: Translate Business Priorities into HR Capabilities
Step 4: Assess Current State of HR Effectiveness at HR Capabilities
Challenge 2: Translating Business Strategy into HR Strategy
HR fails to understand the HR success metrics associated with business strategy
HR fails to identify the connectivity between HR functions and programs
Stage 2: Prioritize and Define HR Strategy
Step 5: Prioritize HR Initiatives Based on Business Strategy and Current HR Capability
Step 6: Unify HR Solutions into an Integrated Plan
Step 7: Ensure Strategic Plan Identifies Success Metrics
Challenge 3: Obtaining Buy-in from the Business
HR lacks the framework to build a compelling business case for their strategies and budget
HR infrequently communicates the strategic plan to a limited group of stakeholders Stage 3: Present Strategy to Stakeholders Step 8: Gain Executive Approval for Strategic Plan Investments Step 9: Customize HR Communications Plan for All Stakeholders Stage 4: Monitor and Adapt HR Strategy Step 10: Measure and Report Progress Toward Strategic Goals Step 11: Adapt HR Strategy as Business Conditions Change Challenge 4: Adapting Strategy as Business Conditions Change
HR lacks the tools to measure the success of the HR strategic plan over time
HR has no clear framework for adapting the strategy as needed
CURRENT HR STRATEGIC PLANNING FALLS SHORT IN FOUR AREAS

18. HR - A SEAT AT THE BOARD OF DIRECTOR
1.Integrate Business – HR Strategic goals by aligning planning calendars
2.Create dialogue with the business to understand strategic objectives
3.Translate business priorities into critical HR capabilities
4.Assess current state of HR effectiveness at critical HR capabilities
5.Prioritize HR initiatives based on business strategy and current HR capability
6.Unify HR solutions into an integrated plan
7.Ensure strategic plan identifies success metrics
8.Gain executive approval for strategic plan investments
9.Customize HR communications plan for all stakeholders
10.Measure and report progress toward strategic goals
11.Adapt HR strategy as business conditions change

19. Generations In The Workplace Are Their Needs Understood?

20. Women In The Workplace

21. Diversity In The Workplace

22. Generation Y in the Vietnam‟s workplace Largest consumer group in most countries Involved in charity and community work more than any other generation was - or is Often raised in relative comfort and on the internet Work on their own terms – command of technology often puts them in a position to negotiate with potential employers They join an organisation because something is ‘happening there’….not just to get a job Hard-working – but often on their own terms!

23. Global Talent Competitiveness Index 2013 - Main findings
1.The global war for talent is on, and is uneven
2.Fostering talent competitiveness is a complex task, especially in poorer countries
3.Upcoming „talent champions‟ are emerging
4.Global Knowledge Skills are critical and strategically important
5.Expect more changes in the coming years

24. Source: The Global Talent Competitiveness Index 2013 TOP CHALLENGES FOR CEOS GLOBALLY AND ASIA

25. TOP CHALLENGES FOR CEOS GLOBALLY AND ASIA
Source: The Global Talent Competitiveness Index 2013

27. Pay salaries at market rate or above
Provide attractive bonus and benefits plans Demonstrate strong leadership and that „something is going on!‟ Be perceived as an employer of choice HR & Marketing need to work closely for external public relations & company positioning HR needs to be highly strategic – and always think one step ahead
WHAT DO ORGANIZATIONS IN VIETNAM NEED TO DO TO ATTRACT THE BEST TALENTS?

28. •Highly Strategic & Directly Supporting Business Needs
•More ‘Consultative’ Vs ‘Operational’
•Even if managing downsizing and retrenchment – nearly always on the hunt for top talent
•Becoming increasingly familiar and adept at strategic outplacement
•Playing a major role in employee motivation and employee communications
THE HUMAN RESOURCE FUNCTION

29. •Maintaining momentum and keeping the business in mind
•If in a international environment – working closely with head office on revising compensation and benefits and supporting aggressive cost savings initiatives
•Big focus on Training & Development – it REALLY matters
•Working closely with department heads to review workforce needs, understand demand and to continually plan THE HUMAN RESOURCE FUNCTION

30. Questions & Thank You