Marc Timmerman gave the opening speech at a conference on the future of HR. He discussed how HR has traditionally focused on legal compliance and productivity but now must focus on engagement. HR faces increasing complexity from factors like an aging population, new generations, and diversity. Traditional HR systems are not adapted to current needs. The speech discussed shifting from treating employees as machines to focusing on their well-being and engagement. Timmerman argued HR must shift from playing defense to playing offense to attract and retain top talent in a recovering economy.

1. Opening Speech
Marc Timmerman
Partner at Axiom Consulting Partners

2. The Past
Impression du Soleil Levant, C. Monet

3. The Present & The Future ?
Moving beyond the past and a “One Size Fits All” approach

4. What is influencing our HR world ?
• HR has a negative Internal Image :
We need to re-establish the emotional, economical and social identity of the
human being
• HR = “Human Relations”
• “People are no machines”
• Significant Increase in Complexity due to simultaneous pressures :
• Ageing population & Baby Boomer exits
• New Global Buying Power and individual income patterns
• Increase of poverty amongst working population
• Complexity of Jobs
• Maximum Span of Control
• Entry of new generation(s) in management & leadership levels
• The need for Gender Balance, Diversity management & Inclusion
• Ecological Evolution
• Increased impact of Governmental stakeholders
• The fact that our HR systems and processes are not yet adapted !
Copyright of Marc Timmerman,
2011

5. By courtesy of Honoré d’O.

6. The Shift in Managing People
Legal Productivity Guaranteeing
Compliance Increase Engagement
• Hygienic role • HR planning • Autonomy &
• Avoid problems • Control Responsibility
• Administrative & • Resources & • People & Relations
Legal role Competencies • Many stakeholders
• Workers & Employees • Link with Business • Link with Company
• No link with business Targets Strategy
nor with strategy • Short term focus • Importance of Values
• Immediate focus • No security • Longer term focus
• Security is Key • Efficiency is Key • Effectiveness is Key
• Continuity is needed • Profit is King • Retaining Prosperity
WHAT HOW WHY
Baby Boomers Generation X Generation Y
Personnel HR Talent
Administration Management Management
Copyright of Marc Timmerman,
2011

7. Some Important
Global Trends

8. How Big are the Shoes you have to fill ?
Article by Dr Peter Cappelli, 2011
“The real problem (…) is
(…) an inflexibility
problem.
Finding candidates to fit
jobs is not like finding
pistons to fit
engines, where the
requirements are precise
and can't be varied.
Jobs can be organized in
many different ways so
that candidates who
have very different
credentials can do them
successfully.”

9. We are
Witnessing
The Slow
Death of
a Leadership
Model

10. The ABC of Economical Recovery
or Recession ?
U W

11. The ABC of the Human Condition
L h
How would you How would you
feel in Ireland & feel in Belgium &
Spain ? Germany ?

12. Organisations are People-Based
A feeling of attachment to
Affective the company and its values
(belonging, solidarity, and
Commitment
affiliation)
RETENTION
A feeling of obligation to
Normative
serve the company and to
Commitment work hard
A feeling of necessity to
Continuance remain working for the
Commitment company as changing jobs
would cost too much
(economic, effort, social)
Meyer & Allen
PERFORMANCE
ENGAGED EMPLOYEED ARE HIGHER
PERFORMING & LONGER TENURED

13. The Paradox
of Temporary
Loyalty.

14. The Present ?
Restoring from an “Economic Battle Fatigue”© ?
o 1 out of 3 key performers is considering leaving their
employer in 2010. (Source : The Grapevine, Feb 2010)
o 1 out of 4 high potentials is considering leaving their
employer. (Source : HBR, May 2010)
o The Hudson Talent Engagement Survey Results
indicate an average of ‘weak’ contracts between 30 &
50% in Europe. (Source : Hudson)
o Multiple external surveys in Europe indicate that there
could be an employee turnover as high as between 40-
60% when economies would slowly recover.
o The least affected people by “Job Security” are your
Top Talents.
Copyright of Marc Timmerman,
2011

15. HR Plays
Defense.

16. HR
Plays
Defense. Reasons for Reasons for HR Retention
Leaving Staying Practices
1. Financial Rewards 1. Social Atmosphere 1. Training
(64%) (51%) (59%)
2. Career Opportunities 2. Job Content 2. Career Management
(47%) (43%) (48%)
Source : Vlerick Management School, De Vos & Meganck, 2007.
N=70 HR Managers, > 1000 employees
Oriented on
Defense Offense
Defense
Alienating from
Our Talent ?
Line Manager’s
Involvement

17. Corporate Leadership Council
(2008)
“42% Managers believe in Talent Management but find themselves Ineffective at it.”
Question : Are 31 % of our managers schizophrenic Talent Rejecters ?
Showing very different behavioral patterns between :
• How they want to be treated as a person
• And how they treat others as their manager.

18. Be
Different.

19. Turn your
People into
Serial…
Engaged
Talent.

20. Two KEY Words
Leadership Mindset
Option Value
New HR Systems
Customize
Flex Careers
Competitive Attractiveness Diversity
Workforce Planning
Value Based Leadership > Engagement
Competitive Attractiveness Reputation
Pride
Sense of Belonging Loyalty
runs DEEP
Copyright of Marc Timmerman,
2011

21. The Value of Sincerity
“Egalité, Fraternité, Liberté & Sincérité”
• Work is more than a place where you
spend most time of your life.
• The impact of being credible and authentic
is increasing.
• Hiring Managers are being judged on their
behavior and values.
• Corporate Responsibility can not be an
excuse for unethical management.
• Wikileaks @ company level : It is Here !
Copyright of Marc Timmerman,
2011

22. We care. We think.
We grow. We innovate.
We commit. We act. We support.
We are responsible.
We know what we want.
We believe in a better world.
We put people first in everything.
We want you !

23. We Need
More Pain.

24. 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