This document summarizes a presentation given by Marc Timmerman on trends in HR and talent management. Key topics discussed include evolving priorities for talent acquisition, development, and retention globally. The presentation also examines how the role of HR is changing from administrative to more strategic, the rise of new generations in the workforce, and the need for customized employee value propositions. Amazon and Deloitte are presented as examples of using social media and customizing their talent approaches. The presentation concludes by emphasizing the importance of adapting to changes in developing game-changing HR strategies.
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
Macildowie's presentation on Success Through People on behalf of the CIPD in Leicester.
James Taylor and James Lawson plan to cover Macildowie’s ‘people’ journey over the past ten years, Why they believe that culture is critical, Tips to increase staff engagement, Insight into their own internal 'Talent Pool' L&D programme, Recruiting for behaviours rather than skills in order to hire Leadership potential, The importance of employer branding, Their thoughts on 'Generation y', Their Times 100 Best Companies to work for journey and ‘wellbeing’ in the workplace
The Evolution From Management From Leadership to CreativeshipMonster
We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
This document provides short profiles of various leaders and their lessons about leadership traits and becoming a better leader. It highlights stories from leaders in different fields and industries, such as Graeme Samuel who sets direction for the Australian economy, Kerrie Mather who is future-proofing Sydney Airport, and John Lo who is changing the world through digital technology at Tencent. The document encourages learning more about these leaders and others featured to gain wisdom from their experiences.
This document provides insights from CEOs of successful SaaS companies on building an enterprise cloud business. It discusses tips for hiring the right team, maintaining a strong company culture, connecting sales and marketing, and scaling effectively. CEOs emphasize the importance of finding people who fit the company culture, treating hiring and retention as critical business processes, and ensuring sales and marketing goals are aligned. They also stress defining a clear vision and values, promoting from within when possible, and planning for scaling from the start.
The Shift Change: Creating the High Performance Firm - Collins BarrowTom Hood, CPA,CITP,CGMA
Tom Hood presented on the shift change occurring in accounting and creating high performance firms. He discussed that firms must focus on leadership, learning, technology, different generations in the workforce, and the changing workplace. Firms need to develop leaders who are proactive, flexible, collaborative and future-focused. They also need to focus on continuous learning through competency-based curriculum, career paths, and cloud-based learning. Adopting new technologies like cloud computing and data analytics can provide competitive advantages and help firms grow. Understanding different generations and adapting to their needs and preferences is also important. The future of work is changing as well, with work no longer defined by place but by the work itself.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
The Female FTSE Board Report 2012 - Milestone or Millstone?Think Ethnic
The report found that progress has been made in increasing the number of women on FTSE 100 and FTSE 250 boards. In the FTSE 100, the number of female directors increased to 163, comprising 15% of board seats, up from 12.5% previously. The number of companies with no women on their board dropped to 11. Diageo topped the ranking with 44% of its board being women. In the FTSE 250, 135 companies now have women on their boards, making all-male boards a minority. The report also examined new board appointments and company pipelines of women, finding mixed results across firms. Overall the momentum of change needs to continue to meet targets for increasing gender diversity on UK company boards.
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
Macildowie's presentation on Success Through People on behalf of the CIPD in Leicester.
James Taylor and James Lawson plan to cover Macildowie’s ‘people’ journey over the past ten years, Why they believe that culture is critical, Tips to increase staff engagement, Insight into their own internal 'Talent Pool' L&D programme, Recruiting for behaviours rather than skills in order to hire Leadership potential, The importance of employer branding, Their thoughts on 'Generation y', Their Times 100 Best Companies to work for journey and ‘wellbeing’ in the workplace
The Evolution From Management From Leadership to CreativeshipMonster
We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
This document provides short profiles of various leaders and their lessons about leadership traits and becoming a better leader. It highlights stories from leaders in different fields and industries, such as Graeme Samuel who sets direction for the Australian economy, Kerrie Mather who is future-proofing Sydney Airport, and John Lo who is changing the world through digital technology at Tencent. The document encourages learning more about these leaders and others featured to gain wisdom from their experiences.
This document provides insights from CEOs of successful SaaS companies on building an enterprise cloud business. It discusses tips for hiring the right team, maintaining a strong company culture, connecting sales and marketing, and scaling effectively. CEOs emphasize the importance of finding people who fit the company culture, treating hiring and retention as critical business processes, and ensuring sales and marketing goals are aligned. They also stress defining a clear vision and values, promoting from within when possible, and planning for scaling from the start.
The Shift Change: Creating the High Performance Firm - Collins BarrowTom Hood, CPA,CITP,CGMA
Tom Hood presented on the shift change occurring in accounting and creating high performance firms. He discussed that firms must focus on leadership, learning, technology, different generations in the workforce, and the changing workplace. Firms need to develop leaders who are proactive, flexible, collaborative and future-focused. They also need to focus on continuous learning through competency-based curriculum, career paths, and cloud-based learning. Adopting new technologies like cloud computing and data analytics can provide competitive advantages and help firms grow. Understanding different generations and adapting to their needs and preferences is also important. The future of work is changing as well, with work no longer defined by place but by the work itself.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
The Female FTSE Board Report 2012 - Milestone or Millstone?Think Ethnic
The report found that progress has been made in increasing the number of women on FTSE 100 and FTSE 250 boards. In the FTSE 100, the number of female directors increased to 163, comprising 15% of board seats, up from 12.5% previously. The number of companies with no women on their board dropped to 11. Diageo topped the ranking with 44% of its board being women. In the FTSE 250, 135 companies now have women on their boards, making all-male boards a minority. The report also examined new board appointments and company pipelines of women, finding mixed results across firms. Overall the momentum of change needs to continue to meet targets for increasing gender diversity on UK company boards.
An alternative to annual salary increases Axiom Consulting PartnersDavid Moon
Delivered at the 2016 World@Work Total Rewards Conference, this presentation offers an alternative to annual salary increases while increasing the meaningfulness of rewards, aligning rewards with performance, and making better use of the time of both employees and managers. Presented by Juan Pablo Gonzalez, partner at Axiom Consulting Partners and Bruce O'Neel, VP-HR at CSG International.
This document discusses risks and responses for an HR career in South Africa. It notes that political instability can lead to job losses and more militant workers. HR professionals need strong analysis and facilitation skills to accurately communicate reality and ensure social agreements between employers and employees. They also need strategic thinking to handle outsourcing and setting processes for strategic workforce issues. As technology is increasingly used to cut costs and risks, HR must develop change management, project management, leadership and business process expertise. Given South Africa's divided society, HR can help promote change and productivity by developing counseling, empathy and coaching skills to help employees deal with challenges. Most importantly, HR should become a talent expert in high demand, act ethically, and provide honest feedback to
The document discusses key aspects of human resource information systems (HRIS). It describes the benefits of HRIS, such as reducing errors and providing valuable information for decision making. The components of an HRIS include hardware, software, data, and procedures/users. HRIS can have different structural designs like concentrated, distributed, or hybrid models. Common modules in an HRIS database include applicant tracking, training and development, position control, compensation administration, and personnel. Critical factors for successful HRIS implementation include management commitment, assigning an adequate project team, and conducting needs analysis.
The Top Skills That Can Get You Hired in 2017LinkedIn
We analyzed all the recruiting activity on LinkedIn this year and identified the Top Skills employers seek. Starting Oct 24, learn these skills and much more for free during the Week of Learning.
#AlwaysBeLearning https://learning.linkedin.com/week-of-learning
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
Tom Hood presented on helping accounting firms grow through developing a winning culture and strategy. He discussed the need to focus on leadership, learning, technology, generations, and the workplace in order to adapt to changes. Hood emphasized that organizations must learn faster than the rate of change to succeed. Firms should develop talent, offer cloud-based learning, and engage clients with technology to gain competitive advantages.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
We tend to think of “innovation” in terms of new technology – gadgets, hardware, new apps, and software. But true innovation more often comes in the form of new business models, workflows, service offerings, and office and staffing patterns. This session will center on those innovations that are significantly impacting our firms and our clients. You never know where innovation might sprout!
This session was produced for the DCPA15 Conference in Las Vegas.
This document provides predictions from 60 global HR experts on the top HR trends to expect in 2016. It summarizes the key trends discussed at HR conferences hosted by The P World over the past 5 years. The document is introduced by the organizer, who thanks participants and discusses the creation of the 2016 Global HR Trends Report. It then lists trend topics and provides short quotes from HR leaders on each topic, including talent management, leadership, employee engagement, employee experience, wellbeing and resilience, and people development. The experts discuss the importance of these topics and how organizations can better focus on them in the coming year.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Social recruitment as strategy for employer branding hrvision2015 mslgroupHenjo Guitjens
Social Recruitment is so important in order to build a good Employer Brand and to attract the right talent.
This is my presentation delivered at HRVISION2015 in Amsterdam. Watch also our webinar: https://youtu.be/o83hVC3a3Ds
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
An alternative to annual salary increases Axiom Consulting PartnersDavid Moon
Delivered at the 2016 World@Work Total Rewards Conference, this presentation offers an alternative to annual salary increases while increasing the meaningfulness of rewards, aligning rewards with performance, and making better use of the time of both employees and managers. Presented by Juan Pablo Gonzalez, partner at Axiom Consulting Partners and Bruce O'Neel, VP-HR at CSG International.
This document discusses risks and responses for an HR career in South Africa. It notes that political instability can lead to job losses and more militant workers. HR professionals need strong analysis and facilitation skills to accurately communicate reality and ensure social agreements between employers and employees. They also need strategic thinking to handle outsourcing and setting processes for strategic workforce issues. As technology is increasingly used to cut costs and risks, HR must develop change management, project management, leadership and business process expertise. Given South Africa's divided society, HR can help promote change and productivity by developing counseling, empathy and coaching skills to help employees deal with challenges. Most importantly, HR should become a talent expert in high demand, act ethically, and provide honest feedback to
The document discusses key aspects of human resource information systems (HRIS). It describes the benefits of HRIS, such as reducing errors and providing valuable information for decision making. The components of an HRIS include hardware, software, data, and procedures/users. HRIS can have different structural designs like concentrated, distributed, or hybrid models. Common modules in an HRIS database include applicant tracking, training and development, position control, compensation administration, and personnel. Critical factors for successful HRIS implementation include management commitment, assigning an adequate project team, and conducting needs analysis.
The Top Skills That Can Get You Hired in 2017LinkedIn
We analyzed all the recruiting activity on LinkedIn this year and identified the Top Skills employers seek. Starting Oct 24, learn these skills and much more for free during the Week of Learning.
#AlwaysBeLearning https://learning.linkedin.com/week-of-learning
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
Tom Hood presented on helping accounting firms grow through developing a winning culture and strategy. He discussed the need to focus on leadership, learning, technology, generations, and the workplace in order to adapt to changes. Hood emphasized that organizations must learn faster than the rate of change to succeed. Firms should develop talent, offer cloud-based learning, and engage clients with technology to gain competitive advantages.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
We tend to think of “innovation” in terms of new technology – gadgets, hardware, new apps, and software. But true innovation more often comes in the form of new business models, workflows, service offerings, and office and staffing patterns. This session will center on those innovations that are significantly impacting our firms and our clients. You never know where innovation might sprout!
This session was produced for the DCPA15 Conference in Las Vegas.
This document provides predictions from 60 global HR experts on the top HR trends to expect in 2016. It summarizes the key trends discussed at HR conferences hosted by The P World over the past 5 years. The document is introduced by the organizer, who thanks participants and discusses the creation of the 2016 Global HR Trends Report. It then lists trend topics and provides short quotes from HR leaders on each topic, including talent management, leadership, employee engagement, employee experience, wellbeing and resilience, and people development. The experts discuss the importance of these topics and how organizations can better focus on them in the coming year.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Social recruitment as strategy for employer branding hrvision2015 mslgroupHenjo Guitjens
Social Recruitment is so important in order to build a good Employer Brand and to attract the right talent.
This is my presentation delivered at HRVISION2015 in Amsterdam. Watch also our webinar: https://youtu.be/o83hVC3a3Ds
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
This document discusses using content and social media to attract top talent. It argues that traditional employer branding focused too much on self-promotion and that the modern landscape requires a new approach focused on engaging candidates through interesting, educational content. It recommends thinking like a content marketer by producing content that inspires, educates and entertains candidates rather than just promoting the company. It also emphasizes using search engine optimization and social sharing to boost content's reach. Examples from successful companies like Rackspace and RedBalloon are provided that focus on authentically representing their culture through employee-generated content.
This document summarizes a conference on employer branding. It discusses whether employer branding is a marketing or HR function, provides the history and definitions of employer branding, and explores how marketing and HR can work together on employer branding. It also addresses attracting, engaging, and retaining employees through a strong employer brand and the importance of having integrity between a company's stated values and actual culture. Presentations provide case studies and tips on implementing employer branding from both marketing and HR perspectives.
The document discusses the evolution of communications from the industrial economy to the creative economy. In the industrial economy, advertising dominated but public relations (PR) was seen as less important. As customers gained more information and choices, PR became more important to validate advertising claims. However, in the creative economy, managed PR is less trusted and social media allows employees to directly communicate. The document argues this marks the rise of internal communications, or "the red headed stepchild," which can help organizations attract and engage talent, foster innovation, and enable authentic advocacy through empowered employees.
Sales Trends in 2015 - Predictions by 14 Industry ExpertsMikogo
The document summarizes predictions from 14 sales experts on trends in 2015. Key predictions include:
1) Sales success will require closer collaboration between sales and marketing using techniques like marketing automation, lead nurturing and sales development.
2) Salespeople should engage potential customers on social media to build relationships and show how they can provide value.
3) Data from social, marketing and management systems will help salespeople focus on engaging prospects and shortening sales cycles.
World-class sales teams will rise above competitors by consistently delivering greater value and benefits to customers.
The document summarizes predictions from 14 sales experts on trends in 2015. Key predictions include:
1) Sales success will require closer collaboration between sales and marketing using techniques like marketing automation, lead nurturing and sales development.
2) Salespeople should engage prospects on social media to build relationships and show how they can help prospects.
3) Data from social, marketing and management systems will help salespeople focus on prospects and shorten sales cycles. World-class teams will provide more value to earn prospects' attention.
Similar to Axiom_Presentation_Page Executive_Key HR Trends 2015_2015-09 (20)
1. Austin Brussels Chicago Dublin Ghent New York Washington DC
A changing
HR Landscape
Presentation for Page Executive
Brussels, September 25th 2015
by Marc Timmerman, Managing Partner
Axiom Consulting Partners Europe
2. The trouble with our
times is
that the future
is not
what it used to be.
Paul Valery
3. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
2
Global Talent Management Trends in 2015
Sources : Page Group Global HR Barometer 2015 vs 2013
Sample 2015 : 2572 organizations
1. Performance
2. Talent development
3. Talent acquisition
4. Talent retention
5. Comp & Ben
1. Talent retention
2. Talent development
3. Performance
4. Talent management
5. Talent acquisition
1. Talent management
2. Talent acquisition
3. Talent development
4. Talent retention
5. Comp & Ben
1. Change / Transformation
2. Talent development
3. Talent acquisition
4. Talent management
5. Performance
6. Talent retention (UK )
1. Talent management
2. Talent acquisition
3. Talent retention
4. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
3
Evolutions in HR Management
“Are we nearing the End of Ulrich’s model”
Legal
Compliance
Productivity
Increase
Guaranteeing
Engagement
• HR planning
• Control
• Resources &
Competencies
• Link with Business Targets
• Short term focus
• No more security
• Efficiency is key
• Profit is King
• Hygienic role
• Avoid problems
• Administrative & Legal
• Workers & Employees
• No link with business
nor with strategy
• Immediate focus
• Offer Security
• Autonomy &
Responsibility
• People & Relations
• Many stakeholders
• Link with Cy Strategy &
Branding
• Importance of Values &
Value Propositions
• Longer term focus
• Effectiveness is key
• Profit is needed
WHAT HOW WHY
Baby Boomers Generation X Generation Y & Z
Talent
Management
HR
Management
Personnel
Administration
5. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
4
What are the current mega-influencers
in the HR world?
Change
Expansion or
Reboot
Performance
Culture
Collaboration
HR is increasing in strategic
influence and support
Executive data
Data
Workforce
analysis
Social Media
Comm’s
Employee
Value prop’s
2nd War for
Talent
Is HR ready for the complex
mix of challenges ?
Resources
Knowledge
Budget
7. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
6
Socio-Economic Trends
Significant Increases in Complexity due to simultaneous external pressures
• Ageing population & Baby Boomer exits
• The need for Diversity & Inclusive Leadership
• New Global Buying Power and individual income patterns
• Increase of poverty amongst working population
• Digitalization
• Complexity of Jobs
• Maximum Span of Control
• Entry of new generation(s) @ management & leadership levels
• Social Media Psychology
• Ecological Evolution
• Increased impact of Governmental stakeholders
The fact that our HR systems and processes are not yet adapted !
8. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
7
How does your organization really function today?
Like this ?
CEO
CFO COO CHRO
CLO
Or like this ?
This is a view of the same two people, only now shown hierarchically.
Notice that person 41 is probably at a level -5 yet has significant influence.
What would be the cost to the organization of losing person 41?
9. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
8
New War for Talent
What happens if everyone plays at the same game ?
Do you really
want to find
yourself
in the middle
of a
Cat Fight ?
11. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
10
Moving from Structure to Flexibility
Moving from Privacy to Transparency
Option Value
Competitive Attractiveness
Customize
New HR concepts & systems
Leadership Mindset
Flex Careers
Diversity
Renewing the Deal
Workforce Planning
Value Based Leadership
Competitive Attractiveness
>Hires
>Engagement
Sense of Belonging
runs DEEP
Reputation
Pride
Loyalty
Transparency
13. The “Employee Value Propositionsssssssssssssss“
We will have to be
many things to many
different individuals
14. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
13
The Archetypes - Employment Brand
“The Partnership Golden
Ring”
“Unparalleled Personal
Growth”
• “White shoe” law firms
• Investment Banks
• Novartis
• BCG
• Rigorous and consistent
talent evaluation
• Continual development
• Tough Partnership decisions
• Robust client service
economics (high margin
work) to offset high pay
• Balancing development and
the Customer Value
Proposition
• Balancing execution capacity
with potential
• Leverageable work content
• Consistent and narrow hiring
pool (top grad schools and
orgs)
• Common intellectual platform
• Up or out creates alignment
• Placement and success of
alumni in promising, visible,
and high-ranking positions
• Microsoft
“An Impeccable Credential”
• McKinsey
• Goldman Sachs
Success
Factors
“Environment / Culture / Cult”
• Google
• Apple
• Clear, measurable individual
performance metrics
• Consistent & significant
differentiation in pay
• Willingness to manage out bottom
• Ability to pay competitively
• Defined, well-communicated, tight,
and ingrained culture continually
reinforced by hiring process
• Type and mix of work that
accommodates focus on personal
interests and flexible work
arrangements
• Bain
• Pixar
“Pay for Performance”
• Booz Allen
• GE
• SAS
Success
Factors
15. Page Executive, September 2015, Brussels
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14
We care. We think. We grow.
We innovate. We commit. We act.
We unlock your potential.
We are ethically responsible.
We know what we want.
We believe in a better world.
We put people first in everything.
I predict a serious evolution in EVP’s and a sub-segmentation of
Employer Brands …. A matter of Being First.
16. Page Executive, September 2015, Brussels
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15
Amazon.com: an Example of ‘Best In Class’
in Using Social Media
Integrates various forms
of social media and offers
several ways to get
special deals
Amazon posts deals,
product information,
sweepstakes information
and daily questions to users Easy to apply to Amazon
jobs without leaving the
Facebook site
17. Page Executive, September 2015, Brussels
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16
Amazon.com:
very specific Talent targets
Amazon’s Facebook page demonstrates a way to actively target
ex-military candidates
19. Page Executive, September 2015, Brussels
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18
Deloitte takes the Lead in Talent
in the Big4 industry
We are committed
We are diverse
We are friendly
We are transparent
22. It is not the strongest of species that survive,
nor the most intelligent,
but the most responsive to change.
Charles Darwin
Intelligence is the ability to adapt to change.
Stephen Hawking
23. Page Executive, September 2015, Brussels
Copyright of Marc Timmerman, 2015
22
MY COORDINATES
My contact details : mtimmerman@axiomcp.com
Twitter : @marctimmerman
+32 496 291383
Visit our blog : www.axiomcp.com
Copyright of Marc Timmerman, 2015