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From intuitive to data driven and evidence based HR
The document is a guest lecture by Tom Haak on evidence-based HR and trends in the field, detailing his background and experiences at various organizations. It highlights the shift from intuitive HR practices to data-driven approaches, the importance of understanding organizational strategy, culture, and capabilities, and the necessity of adaptation in a rapidly evolving workforce landscape. Key trends discussed include the influence of technology, globalization, and the need for individualized HR practices.
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From intuitive to data driven and evidence based HR
- 1. From intuitive todata driven/ evidence based HR Guest lecture at VU/ HRM & OB Tom Haak 9 September 2015
- 2. Content 1. My backgroundin HR 2. Trends 3. Evidence based HR? 4. Some final remarks
- 3. Part 1: mybackground in HR
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- 5. Philips (CE) Challenge: • Business:heavy competition Japan/ restructuring • HR: How can we attract and retain talent when we are downsizing dramatically Interventions: • Global program for high potentials, focusing on interactions with clients and top
- 6. KPMG Challenge: • Business: fromspecialist to broad advisor • HR: How do we select and develop partners with the right profile Interventions: • Competency grid, fom graduate to partner • Development center for managers
- 7. Aon Challenge: • Business: manyaquisitions, how do we make 1+1=3? • HR: How can we align leadership and business development? Interventions: • Bonus system with joint business as criteria • Worldwide leadership meeting
- 8. Arcadis Challenge: • Business: fromDutch multinational to global company • HR: Feeling part of global company while working locally Interventions: • Focus on global top 200 key positions • Global Shapers program
- 9. HR Trend Institute •Detecting, following and encouraging trends in the people/ organization domain • Supporting organizations to use the trends in a creative and innovative way • Sharing insights
- 10. Crunchr • An onlinesolution for HR reporting and people analytics • Consolidates and validates available data from HR inforamation systems and Excel sheets across all business units and countries Challenge: Sell!
- 11. The HR Agenda A.What is the strategy of the organization? A’. What are the current issues? B. What are the capabilities need to strengthened? • Leadership • Technical/Functional • Operational C. What is the required culture, to avoid issues and to be successful? D. What is the gap with the current situation? Clever use of People Analytics E. What are the priorities? What is the plan? • Focus! • Preference for high impact/ low effort initiatives F. What capabilities and what organisation are needed in HR to implement the plan? • Mission/ vision • Roles & responsibilities • External partners • Program/ project mgt • Communication • Measurement Recruitment/ Selection Staffing/ Succession Mgt Training/ Development Talent Development Performance Man Compensation & Benefits Internal communication HR Trend Scan 11
- 12. HR Agenda simplified Gap Strategy CultureCapabilities HR Interventions
- 13. Some possible interventions Recruitment/ Selection Staffing/ SuccessionMgt Training/ Development Talent Development Performance Man Compensation & Benefits Internal communication Organisational design Do nothing! Health & Safety Compliance
- 14. Part 2: overviewof trends
- 15. 9 trend areas Short desciption Fromhierarchy to network / from closed to open The invasion of smart tech Globalisation/ Localisation From X to Y to Z: more generations in the workforce Making fun is serious business Purpose before pecunia Increasing speed: fast eats slow From Big Bang change programs to small experiments From intuitive HR to evidence/ fact based HR Version 2.0 | copyright HR Trend Institute
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- 19. A computer witha roof (“The Edge”)
- 20. DKV: Artificial Intelligencein the boardroom 20
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- 22. Cool Blue: OfficeTour 22
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- 27. Part 3: evidencebased people operations? Summary: • Actions often more based on intuition than facts • Scientific knowledge very slowly applied
- 28. Recruitment & selection Whatwe know …… • Interview is a poor selection instrument • People overestimate their own capabilities • Halo effect (e.g. nice looking = intelligent) What we do….
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- 31. Gamification in recruitment:Wasabi Waiter 31
- 32. Reward What we know…… • People are motivated by more than money • Bonus systems hardly ever have the required effect • Individual preferences waht people find important in work cary greatly What we do….
- 33. Arcadis Global ShapersBadges
- 34. Innovation What we know…… • Innovation is difficult to plan • Is multidisciplinary What we do….
- 35. Zappos HQ in downtownLas Vegas “Casual Colision” 35
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- 37. Learning What we know…… • People learn most on the job • Reflection is critical for learning • People have different learning styles What we do….
- 38. At AMAZON meetings start with 30minutes silence
- 40. Communication What we know…… • One picture tells more than 1000 words • Messages from people close to you whom you trust are more credible • What people say is not always what they will do What we do….
- 41. Joy & pride Muse:no survey
- 42. Health & Safety Whatwe know …… • Sitting is unhealthy • Difficult to concentrate longer than 25 minutes What we do….
- 43. Sitting is thenew smoking Visser, Rietveld & Rietveld
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- 46. Human nature doesnot change (so fast) What are people looking for? • Security • A sense of belonging • Clear goals • Being heard • Challenges • Success • Support from the top • Attention • …….. • ……..
- 47. Individualisation • Not: onesize fits all • Big Data enables individualisation • HR using marketing techniques
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- 49. Success! Twitter: @tomwhaak, @hrtrendinst Website:hrtrendinstitute.com
Editor's Notes
- #22 Het volgende trend gebied. “Making Fun is serious business” Dit het Google kantoor in Amsterdam Zuid. Geheel ingericht in Nederlandse stijl. Google wil trouwens graag dat iedereen naar kantoor komt! Ontbijt en lunch worden gratis geserveerd.
- #26 Scrum (zo genoemd naar de scrum van rugby, dus geen afgkorting) is een werkwijze die is gestart in IT. Aan het werk, en het werk uitvoeren in ‘sprints’ van een paar weken. Snel terugkoppeling naar de klant, waar nodig aanpassingen maken, en weer door naar de volgende sprint. Scrum (of andere methodieken van ‘Agile’ werken) zijn sterk in opkomst. Ook in het gebied HR goed toepasbaar!
- #36 Bij Zappos kan je via internet schoenen kopen. Zappos heeft het hoofdkantoor neergezet in ‘downtown’ Las Vegas. Dit is een achterstandswijk, in schril contrast met he gebied waar de bekende hotels en casino’s staan. Door hun hoofdkantoor hier te plaatsen, helpt Zappos het gebied te ontwikkelen. In de buurt onstaat nieuwe activiteit: printshops, coffee shops etc.