HR & CSR
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The document discusses corporate social responsibility (CSR) and human resources (HR) practices. It suggests that CSR and a focus on sustainable employability through customized HR approaches can help organizations adapt to changes in the labor market and promote longer working lives. Specifically, it advocates for: 1. Developing a people vision and context that facilitates choice and adds value to individuals' lives. 2. Creating an architecture of choice for employees through mass customization, standardized choice, and individual deals. 3. Letting HR practices evolve to support customized jobs, learning, careers, and rewards. 4. Viewing helping people build sustainable employability as part of any CSR strategy.
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HR & CSR
- 1. CSRCSR HRHR HR & CSR David Ducheyne Chief People Officer Securex
- 2. CSRCSR HRHR As a rule We do not talk much about CSR outside the company. So I will talk 20%of the time on CSR and 80% about (responsible) HR. (If that’s OK with you).
- 4. CSRCSR HRHR Why? Creating Competitive advantage Reputation Ability to attract and retain workers or members, customers, clients or users Maintenance of employees' morale, commitment and productivity View of investors, owners, donors, sponsors and the financial community Relationship with companies, governments, the media, suppliers, peers, customers and the community in which it operates.
- 5. CSRCSR HRHR
- 6. CSRCSR HRHR Ask yourself: Meaning of CSR Risk Ethical Exhibitionism (look how good we are) Social Tourism (hit and run) Fundamental Vison on how we do business? Focus Future Sustainability as guiding principle = long term Balance between Financial, Social, Environmental considerations.
- 7. CSRCSR HRHR Maybe You want to do CSR because you think it’s a good thing to do in the first place. The rest follows.
- 8. CSRCSR HRHR Take your pick © Richard Bruford
- 10. CSRCSR HRHR Incremental steps What about the other 12,000,000 kms?
- 11. CSRCSR HRHR We go for incremental More opportunities for celebrating success and progress. Is less daunting and feels achievable for those leading the change. Easier to plan and provide support for. A chance to catch one’s breath before preparing for the next effort. Those impacted by the change will be less resistant; asking for and supporting a small modification in behaviour versus a large change in behaviour is likely to be received better. Nudging possibilities
- 12. CSRCSR HRHR Fuzzy Conviction Can you strive for CSR and have a car fleet?
- 13. CSRCSR HRHR What about Tobacco Industry Manufacturing of guns Oil Industry Delocalisation Cheap Labour vs Decent Work? …
- 14. CSRCSR HRHR It’s about Finding Balance
- 15. CSRCSR HRHR It’s about Looking for improvement
- 16. CSRCSR HRHR HR & CSR Help to make the change focus on behaviour incremental change Focus on Employment and Sustainable Employability human-centric strategy
- 17. CSRCSR HRHR CSR @ Securex Foundation Share our competencies Support People to find a way forward (Teach for Belgium, Microcredits) Involve Employees (leverage volunteering) Sustainability as value. Improving Integrating other ways into the company Company, People, Environment
- 19. CSRCSR HRHR People are a company’s most important asset. How “real” is that?
- 20. CSRCSR HRHR Turn it around An organisation is an asset to its people. There is more than economic output. Let’s make people and business successful in business and in life.
- 21. CSRCSR HRHR Added Value? Income Status Meaningful Relationships … Sustainable Employability = the capacity to work tomorrow.
- 22. CSRCSR HRHR Work has become too much confection!
- 23. CSRCSR HRHR Is this what we are doing?
- 24. CSRCSR HRHR How many employees in Belgium think their job is a qualitative one **? How many think that the mental workload is too high? *? How many people say they’re happy in their work*? 85% 50% 22% • Securex 2012 ** European Foundation for the improvement of Living and Working Conditions 2005 *** Gallup 2013 How many people are actively engaged (worldwide)? *** 13% How many people in Belgium report a bad mental health? 20%
- 25. CSRCSR HRHR
- 26. CSRCSR HRHR We have lost the human side of work!
- 28. CSRCSR HRHR
- 29. CSRCSR HRHR Working Longer Budgettary Solution Skills Solution: someone is expected to offer his/her skills during 45 years We need to do something to make this happen. Easy Decision. Difficult implementation.
- 31. CSRCSR HRHR “Working longer” Can we force this ? Of een kwestie van “willen” en “kunnen”
- 32. CSRCSR HRHR Dove c'è gusto non c'è perdenza. Where there is enjoyment there is no loss.
- 33. CSRCSR HRHR We will not make it if we have to force people in working longer by introducing penalties, bonuses, … and other extrinsic elements. We must start talking about the quality of work, individual responsibilities and a work-ethic which sees 45 years as the (new) normal.
- 34. CSRCSR HRHR EMPLOYEE CITIZEN ORGANIZATION Political Environment Shared Responsibilities
- 35. CSRCSR HRHR Sustainable employability Sustainable people strategy HOW?
- 38. CSRCSR HRHR Individual perception of Employability © 2013 Securex
- 39. CSRCSR HRHR How people see the company
- 40. CSRCSR HRHR We need to Customize work. Build jobs around people. Create a context in which people can be successful.
- 42. CSRCSR HRHR (Personalisation, Customizing, Individualisation) Adapt the context to the person Individual characteristics Strengths, needs, aspirations To increase The employability Overall Performance MAATWERK
- 43. CSRCSR HRHR NOT EFFICIENT NOT COLLECTIVE NOT FAIR PRECEDENTS RESISTANCE EGO-CENTRIC TENDENCIES
- 44. CSRCSR HRHR
- 45. CSRCSR HRHR HIGH EXPULSION LOW PARTICIPATION 15% NOT SATISFIED LOW QUALITY OF JOBS EXCLUSIVE LABOUR MARKET LABOUR MARKET FRICTION INCREASE BURNOUT The cost of standardization
- 46. CSRCSR HRHR CUSTOMIZING WORK NOT EASY FAIR INCLUSIVE ONLY CHOICE
- 47. CSRCSR HRHR Helping people to be employable and productive is answering to the needs of society and is therefore a part of any CSR Strategy.
- 48. CSRCSR HRHR
- 49. CSRCSR HRHR 5 TENETS DEVELOP A PEOPLE VISION DESIGN A CONTEXT DEVELOP AN ARCHITECTURE OF CHOICE ADAPT HR PRACTICES EMPLOYABILITY PLAN
- 50. CSRCSR HRHR Empathy Kind-ness Fair-ness Reci- procity Starting Point = strengths and needs of the employee(s). Target = create a context in which people can be successful Adds value to an individual’s Life
- 51. CSRCSR HRHR Starting Point = Strengths and needs of the employee(s). Target = create a context in which people can be successful Ultimate Adds value to an individual’s Life
- 52. CSRCSR HRHR Do I create this context?
- 53. CSRCSR HRHR CONTEXT BUILDING PEOPLE VALUE CHAIN LEIDERS CHAP CULTUUR PROCESSEN ORGANISATIE OMGEVING AGILITY ABILITY PERSOONLIJK KLANT BEDRIJF MAATSCHAPPIJ
- 54. CSRCSR HRHR SUSTAINABLE WAY OF LEADERSHIP SWOL BE(COME MORE OF) YOURSELF HELP OTHERS TO BE(COME MORE OF) THEMSELVES SHOW AND DEMAND ALLEGIANCE TO THE CAUSE LEAD BY EXAMPLE CREATE MEANINGFULNESS
- 55. CSRCSR HRHR LETTING GO (AS MUCH AS POSSIBLE) HOLDING ON (AS LITTLE AS POSSIBLE)
- 56. CSRCSR HRHR TIME RESULT PRESENCE AVAILABILITY FIXED WORKING PLACE FLEXWORK STANDARD CUSTOMIZED STEERING LEADING CONTROL TRUST LIMIT ENABLE
- 57. CSRCSR HRHR FUNCTION CONTRIBUTION PERMANENT TEMPORARY THE BOSS CO-CREATION ORGANISATION NETWORK HAVE TO, BE ALLOWED WANT TO, BE ABLE TO TOP-DOWN STANDARD CHOICE
- 58. CSRCSR HRHR Letting go Holding on Time Place How? Vision Result Values Means Care
- 59. CSRCSR HRHR Result: a context that facilitates choice
- 60. CSRCSR HRHR Do I manage?
- 61. CSRCSR HRHR ARCHITECTURE OF CHOICE
- 62. CSRCSR HRHR MASS CUSTOMIZATION STANDARDIZED CHOICE I-DEALS PERSONALISED CHOICE
- 63. CSRCSR HRHR MASS CUSTOMIZATION I-DEALS COLLECTIVE SEGMENTATION STANDAARDISATION PROCEDURES OPT-IN OR OPT-OUT ACCESSIBLE INDIVIDUAL AD HOC DEVIATION NEGOCIATED WIN-WIN-WIN NO SECRETS
- 64. CSRCSR HRHR MASS CUSTOMIZATION CONTROLLABLE ASSESSMENT OF CONSEQUENCES COLLECTIVE BARGAINING DIGITALIZATION POSSIBLE CLEAR COMMUNICATION PROCEDURAL JUSTICE LESS FLEXIBLE NOT POSSIBLE FOR EVERYTHING
- 65. CSRCSR HRHR65 FTE 50% 80% 100% Flexibili-time 7u30 19u00 Thuis Fix Place Mobiel Satellite Expert Manager Career orientation Sales Consultant Profession Health HR ITFinance … Career Speed No AcceleratedFast Engagement & Competencies Experienced Premium Whatcoulditlooklike? Slow Confirmed
- 66. CSRCSR HRHR I-DEALS VERY FLEXIBLE ADJUSTMENTS POSSIBLE CREATIVE TAILOR-MADE BINDING EFFECT MOTIVATIONAL EFFECT LIMITED ACCESS? PRECARITY INTERNAL FAIRNESS WORKLOAD
- 67. CSRCSR HRHR Job Learning Career Remuneration Work-Life Health Technology Mass Roles Classroom Career Path Cafetaria Telework, Flex Health Program BYOD I-Deals Job Sculpting Coaching Career Sculpting Deals School Bell Health Coach BYOD
- 69. CSRCSR HRHR EVERYBODY DOES IT (ALREADY) I-DEALS NOT ALWAYS AND FOR EVERYBODY NO SHADY DEALS EMPATHY – JUSTICE – KINDNESS - RECIPROCITY QUID COLLECTIVE BARGAINING
- 70. CSRCSR HRHR CUSTOMIZATION IS AN INSPIRATION FOR THE HR- STRATEGY HR-PRACTICES CAN EVOLVE
- 71. CSRCSR HRHR Do we let HR-practices evolve?
- 72. CSRCSR HRHR CUSTOMIZED JOB CUSTOMIZED LEARNING CUSTOMIZED CAREER CUSTOMIZED REWARD WORKING LONGER PEOPLE PRACTICES
- 73. CSRCSR HRHR Let’s not think we will evolve by doing what we’ve always done.
- 74. CSRCSR HRHR QUALITY OF WORK JOB SCULPTING CUSTOMIZED JOBS
- 75. CSRCSR HRHR
- 76. CSRCSR HRHR JOBS STEERED BY THE INDIVIDUAL JOBSCULPTING INDEPENDENT OF FUNCTIONAL ARCHITECTURE INFORMAL / FORMAL
- 77. CSRCSR HRHR Meaningful Flow Talent Learning Opportunities Autonomy Dynamic and temporary Experiences of success Dignity Recovery Individual Support Jobsculpting
- 78. CSRCSR HRHR FUNCTIONAL-ARCHITECTURE GIVING SPACE JOB-EVALUATION IN FUNCTION OF SUSTANABLE EMPLOYABILITY
- 79. CSRCSR HRHR LEARNING STYLE LEARNING NEED CUSTOMIZED LEARNING
- 80. CSRCSR HRHR Collective Standard - Class Room Individueal Standard - Menu Collective Customized - Team approach Individual Customized - Coaching Learning Environment
- 82. CSRCSR HRHR Customized • Starting Point is individual learning need • Taking into account the Learning Style • Self-paced • Coaching • Supported by Technology
- 84. CSRCSR HRHR Before Now # organisations 1-2 5 Degree Essential Start Job tenure Long Temporary Hierarchy Many Layers Flat Knowledge Stable Volatile Learning Job-related Employability Career Steering Organisation Individu Career Steps Reactive Proactive
- 85. CSRCSR HRHR
- 86. CSRCSR HRHR Career is a sequence of jobs, roles, missions, assignments across employment regimes and organizations CAREER COMPETENCIES CAREER GUIDANCE CREATE LABOUR MARKET VALUE
- 87. CSRCSR HRHR SENIORITY ? MARKET VALUE PERFORMANCE LIFE-CYCLE CUSTOMIZED REWARDS?
- 88. CSRCSR HRHR
- 89. CSRCSR HRHR
- 90. CSRCSR HRHR
- 91. CSRCSR HRHR AVOID I-DEALS ON REWARDS MASS-CUSTOMIZATION THROUGH CAFETARIA PLANS LEGAL ISSUES PERFORMANCE RELATED REMUNERATION RECOGNITION AND APPRECIATION
- 93. CSRCSR HRHR CLOSE EXIT ROUTES DEVELOPMENT BEFORE 45+ AVOID AVOIDANCE NUDGING: THE NEW “PATERNALISM”
- 95. CSRCSR HRHR CAO 104 WAT IS UW DOELSTELLING? WAARDEREND VERMIJD STIGMATISERING GERICHT OP MAATWERK ONTWIKKELINGSGERICHT BUDGETVRIENDELIJK
- 97. CSRCSR HRHR Do I convince my CEO?
- 98. CSRCSR HRHR
- 99. CSRCSR HRHR A human-centric approach is the only sustainable alternative Imagine doing the reverse thing?
- 100. CSRCSR HRHR 5 TENETS DEVELOP A PEOPLE VISION DESIGN A CONTEXT DEVELOP AN ARCHITECTURE OF CHOICE ADAPT HR PRACTICES EMPLOYABILITY PLAN
- 101. CSRCSR HRHR David Ducheyne David.Ducheyne@securex.be www.securex.be 0479 91 08 67 www.linkedin.com/in/davidducheyne www.twitter.com/dducheyne @dducheyne